Front Line Supervision: Do we equip our staff with the right behaviors?

Every year the number one budgetary item in distribution centers is labor. Labor is carefully forecasted based on predicted case volumes, productivity levels, and expense control. Meeting plan or staying on budget is subject to weekly management meetings, where explanations and reasons for varying numbers are tabled.

Away from the cozy boardroom, and sometimes rarely crossing paths with upper management, are the front-line supervisors. Individuals who have the greatest impact to the labor bottom line on a week-to-week basis. They make the call if we need overtime: How much? How do we make sure we abide by seniority rules? Do we need to call the next shift in early? Are any routes going to be late?

Ideally, productivity goals are met and maintained, scheduling is accurate, and the dynamic environment of a distribution center is predictable at the least. However, this is rarely the case as the collection of internal variables (e.g. system, equipment), individuals on the floor and external pressures (e.g. trailers, drivers) don’t often align as planned.

Surely if we recognize that the front-line supervisor is one of, if not the most difficult position in the environment, we must be equipping them with the best training, to develop the skills needed to manage people? Right? In our experience this is not usually the case. Supervisors are often a collection of internal hires that have progressed through the ranks or external hires that are being introduced to this fast workplace. It remains a very difficult spot to fill.

Yet we will wonder why we are not meeting our targets, why the prospect of yearly bonuses is slipping away, and failing to recognize that we must ensure that our supervisors have all the necessary tools in their toolbox.

Perhaps the initial step is to determine if the supervisor really knows what kind of leader are they, or what is their style?

Passive Behavior

• Hope others will meet our needs without being asked.
• Concerned about how others judge us.
• Body language: Slouched posture, nervous gestures, lack of eye contact, excessive nodding
• Verbal traits: Soft or tentative speech, apologetic statements, hedge phrases.

Aggressive Behavior

• Demand what we need from others.
• Concerned only with our own feelings.
• Body language: Invasion of other people’s space, aggressive gestures, intense eye contact
• Verbal traits: Raised voice or intensity, swearing.

Passive-Aggressive Behavior

• Avoid direct response.
• Pointed jokes or insincere compliments.
• Body language: Aggressive stance, lack of eye contact.
• Verbal traits: Sarcasm, sniping, indirect criticism.

Assertive Behavior

• Ask others for what you need.
• Show concern for everyone’s feelings (including your own).
• Be self-accountable and expect others to be also.
• Use appropriate body language: Confident stance, body language congruent with words.
• Use appropriate vocal traits: Even tone of voice, appropriate words, “I” language, direct questions, and answers.

Most distribution centers will have a mix of the above, but the top performers will promote and train to maximize the Assertive Behavior model. The main by-product of this behavior is TRUST. With trust we have confidence in our leadership and reliability in our supervision.

A trusted supervisor will:

• Supports others.
• Has integrity.
• Keeps commitments.
• Willing to listen.
• Consistent.
• Follows up.
• Treats everyone fairly.
• Gives proper credit to others.
• Keeps an open mind.
• Is visible.
• Values your opinion.
• Responds to concerns.
• Does what they say they will do.

OUR MOST PRODUCTIVE RELATIONSHIPS ARE BASED ON TRUST

Every distribution center that you enter in North America has or had issues with MORALE. Whether it be the long hours, lack of recognition, difficult management, difficult employees, and many other reasons, a front-line supervisor can contribute, foster, and promote increased morale using the following concepts:

Show Appreciation:

• Recognize and commend progress toward goals.
• Include support people when appropriate.
• Give feedback and praise immediately.
• Show pride in your employees.
• Give credit where it is due.

Involve Employees:

• Be approachable.
• Be open minded.
• Encourage initiative.
• Have employees suggest better ways to do things.
• Promote open environment – hold meetings.

Be Loyal to your Employees.

• Share information before it is needed.
• Support your people when they need help dealing with customers or other employees.
• Be understanding of honest mistakes.

Respect your Employees.

• Value each employee.
• Make sure guidelines/policies are reasonable.
• Be fair and honest with each employee.
• Use tactful discipline (hard on the issue, soft on the employee)

Finding good supervisors in the current distribution world is a challenging task. Once hired, supervisors cannot be left on their own to "figure it out". Equipping supervisors with the preferred behaviors and outputs will not only increase productivity, build trust, and boost morale, but help with retention and health and safety.

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